All That Glitters, Is Not Gold!

Author: Ron Hiller l  Published Date: 4/2014

Blog Category: Recruitment


When hiring a new employee it is best to default to the old carpenter's rule: "Measure twice cut once". Relying on an applicant's gilded resume, a token reference and best face interview is shaky ground on which to forge a productive full-time working relationship. Put more arrows in your recruitment quiver with testing and assessing.

Where Did We Slip Up?

We hear it all the time. "He interviewed so well, or she appeared to have all the skills and experience we were looking for but she just didn't fit in". A bad hiring decision is costly and exacerbated in smaller organizations.

Smaller is More Vulnerable

Ironically most large companies who are less vulnerable if a bad hire is made, use a battery of skills tests and assessments during the pre-hire stage to minimize hiring risks.

Unlike smaller companies, they won't experience any serious setbacks if a bad hire is made. Their stock won't go down, they won't have reduced merit increases for the coming year, or delay buying those new computers; but for a small manufacturer, financial services provider, medical practice or technology firm a few bad hires can be a huge setback.


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Old School

Sterilized references, criminal background checks, embellished resumes, and gut feel are grossly inadequate for predicting future success in most 21st century jobs. Rapid technology advances, mushrooming competition and growing customer sophistication are at work causing employers to rewrite even the most basic of job descriptions. The employee you hired last year may not have the correct skills and aptitudes needed for the future. Savvy hiring managers and recruiters have more arrows in their recruitment quiver today in the form of online skills tests and assessments to help predict an applicant's present and future success in a job.

Great Hiring Decisions

Great decisions are born from great information. It pays to test and assess applicants. Testing and assessing skills and aptitudes provides a hiring manager with a wealth of information not available in a resume, interview or reference. Seeing what lies below the waterline before the employee crosses the threshold helps reduce bad hires and turnover rates while saving time-constrained managers from interviewing the wrong people.

Sand in Your Gas Tank

Many small to mid-sized organizations regrettably are still heavily reliant on some form of paper within their recruitment and applicant tracking process. Recruitment is a dynamic process and paper inside any dynamic process such as performance management or applicant tracking is tantamount to sand in your car's gas tank.

Information Rules

Organizations that automate their paper intensive applicant tracking and performance management processes gain a distinct competitive advantage, not because they reduce paper and save time but because they have superior access to information which leads to better and faster decision making and reporting.


Today's information age places a responsibility on a business leader's door-step to ferret out cumbersome paper intensive work processes, just as practitioners of the quality movement focus on error prone, high cost and unproductive production practices. For most small and mid-sized organizations automating and optimizing their recruitment and performance management processes represent a giant leap forward at staying competitive in this nanosecond information era.



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